博物館委外與自營商店之競合策略──以國立科學工藝博物館為例

The Co-opetition Strategy Between Outsourcing and Directly-managed Museum Shops: A Case Study of the National Science and Technology Museum

由於社會大眾對於觀光休閒及教育學習的需求增加，博物館逐漸朝向多元化經營，從博物館經營和公共服務的角度來看，博物館商店在博物館營運中具有不可或缺的地位。政府機構為了減輕財政負擔及解決人力不足之困境，博物館商店大多數交由委外經營，另一方面，為了服務廣大的參觀民眾並顧及教育使命，博物館內可能同時設置自營商店。本文以國立科學工藝博物館（以下簡稱科工館）為例，以Brandenburger&Nalebuff所提出的價值網（value net）觀點，探討委外商店與自營商店之間的互動關係及競合發展，如何運用現有資源和競爭者合作協商，與博物館共存共榮。經由分析，本文認為在地理位置、商品開發、行銷宣傳、人力資源等方面，委外商店及自營商店各有優、劣勢。博物館採取自營商店的營運方式，站在務實面上替博物館挹注不少的經費財源，同時也可強化博物館形象與發揮博物館教育使命的意義。博物館應該重新思考行銷的定義與自身的定位，積極建立博物館的形象，與鎖定消費者的需求與競爭的優勢，提高民眾對博物館的滿意度。若著重在惡性競爭上將會兩敗俱傷，公立機關應結合民間的企業資源，拓展市場把餅做大，而不是從現有的資源內兩者再競爭，應建立競合機制，提高產業附加價值，創造雙贏契機。

In recent years, museums have gradually evolved multiple functions in order to meet public expectations in terms of tourism and life-long education. It is inevitable that museum shops have become an important aspect of museums. If we observe how the public sector manages museum shops while struggling with financial challenges and a lack of work assistance, it seems the government has often outsourced the running of museum shops. In additional, it is very common for museums to develop their own brand and souvenirs. This article applies Brandenburger & Nalebuff's theory, value net, to Taiwan's National Science and Technology Museum, hoping to examine how outsourced and directly-managed museum-shop operating models interact, cooperate and compete with each other. This article also hopes to explore how the museum utilizes its resource to negotiate and cooperate with its competitors, in the hope of prospering. By analyzing geographic location, product development, promotion, human resources, and other factors, this article concludes outsourced and directly-managed museum shops have particular advantages and drawbacks. Museums which manage their own shops can save money, reinforce their image, and attain educational goals. Museums should reconsider their promotion channels, redefine their positions, implement their presentations, reach out to their target audiences, and bolster their competitiveness. However, if outsourced and directly-managed museum shops – there are both at National Science and Technology Museum – only compete fiercely, both operating models may fail. The public sector should explore new markets instead of competing for the same groups of customers. If these operation channels could be implemented, the two models would surely benefit each other.